LT-15-07-Plans-to-action.pdf

LT-15-07-Plans-to-action.pdf - page 1/70 - Plans to Action

LT-15-07-Plans-to-action.pdf - page 2/70 - Contents

LT-15-07-Plans-to-action.pdf - page 3/70 - Rudheath and Witton Big Local

LT-15-07-Plans-to-action.pdf - page 4/70 - Summary

LT-15-07-Plans-to-action.pdf - page 5/70 - o Rudheath and Witton in Cheshire receiv…

o Rudheath and Witton in Cheshire received an application from Grozone, a community garden/horticultural therapy project within the Big Local area, bidding for funding to run `outdoor learning adventures with young people from the local secondary school. Running since July 2014, they provide meaningful activities for young people, as well as building transferable skills and improving their wellbeing.

LT-15-07-Plans-to-action.pdf - page 6/70 - 1 Introduction

LT-15-07-Plans-to-action.pdf - page 7/70 - CDF developed the sample of areas with L…

CDF developed the sample of areas with Local Trust. We included only areas that had been awarded Big Local Plan funding before March 2014 so that sufficient time had passed for them to develop projects from their plans. Plans and funding offer letters were examined for types of priorities (for example, small grants, younger people, community facilities). Those that had been awarded funding for staff or administrative costs were excluded because the research wanted to include activities, not running costs, of Big Local areas. We developed a matrix of areas to include a range of priorities and activities in the sample.

LT-15-07-Plans-to-action.pdf - page 8/70 - 2 The projects

LT-15-07-Plans-to-action.pdf - page 9/70 - 2.1 Why projects were chosen

LT-15-07-Plans-to-action.pdf - page 10/70 - o Open meetings and community consultati…

o Open meetings and community consultation meant residents took decisions on projects and the partnership engaged with as many people as possible.

LT-15-07-Plans-to-action.pdf - page 11/70 - 3 The approaches taken

LT-15-07-Plans-to-action.pdf - page 12/70 - 1) Background to Big Local 2) Descriptio…

1) Background to Big Local 2) Description of the goods and/or services required 3) Core requirements, such as qualifications, experience or any other needs that must be met 4) Your evaluation criteria: a description of how you will assess and evaluate submissions 5) Submission content and format: how submissions should be presented; for example, length

LT-15-07-Plans-to-action.pdf - page 13/70 - Funding from the programme may be used e…

Funding from the programme may be used effectively to enhance services that are already being provided. For example, another organisation in the area could be providing general advice or support on a particular topic, but additional Big Local funding could be used to pay for further services, such as one-to-one advice or workshops.

LT-15-07-Plans-to-action.pdf - page 14/70 - b. look at what already exists and is wo…

b. look at what already exists and is working well 3) Identify and agree what you are trying to achieve and develop solutions. This might include

LT-15-07-Plans-to-action.pdf - page 15/70 - 3.5 Adapting their approach In our rese…

3.5 Adapting their approach In our research, Big Local plans all identified priorities which the projects were designed to address, but did not necessarily specify the approach that they would take to turn their plan into action. Following initial projects, delivery approaches in three areas were changing. Rudheath and Witton is moving from an application process to a commissioning process as their knowledge of what is happening in the area grows. Heart of Pitsea is moving from a commissioning process to a bidding process to benefit from what is happening in the area already. Marsh and Micklefield is moving from commissioning to co-creating bespoke projects with residents who have relevant skills. The areas in our research have found that different approaches are suitable for different projects and are using a range of approaches to deliver their plan. Areas were experimenting with different approaches to delivery and found they needed to be flexible about projects and approaches used, adapting to what was appropriate or available. Two areas are also in the process of reviewing their progress against plan priorities and deciding their focus for the next phase of Big Local.

LT-15-07-Plans-to-action.pdf - page 16/70 - 4 What support did areas access?

LT-15-07-Plans-to-action.pdf - page 17/70 - 5 What lessons did areas learn about del…

5 What lessons did areas learn about delivery?

LT-15-07-Plans-to-action.pdf - page 18/70 - Have a clear monitoring process. o This…

Have a clear monitoring process. o This showed the impact of the project, which areas could then use to promote the achievements of Big Local. o It also allowed areas to learn from the project; what worked well, what could have been improved, all of which helps future delivery.

LT-15-07-Plans-to-action.pdf - page 19/70 - 6 Conclusion

LT-15-07-Plans-to-action.pdf - page 20/70 - 7 Case studies

LT-15-07-Plans-to-action.pdf - page 21/70 - Barrow Island Big Local

LT-15-07-Plans-to-action.pdf - page 22/70 - 4 What was the solution?

LT-15-07-Plans-to-action.pdf - page 23/70 - Barrow Sports Council (the locally trus…

Barrow Sports Council (the locally trusted organisation) � Includes representatives from the County Council, Borough Council and voluntary groups in Barrow. It addresses sports issues and physical activity in the town and gives out small grants to support local sports projects. One of the key members of the steering group is also involved in the Sports Council.

LT-15-07-Plans-to-action.pdf - page 24/70 - Became a registered charity � at the sa…

Became a registered charity � at the same time as the lease negotiations were taking place, Barrow Island Big Local received charitable status from the Charities Commission for Barrow Island Community Sports Trust. The charity was formed to take on the lease for Cavendish Park and to invest any money from this back into the facilities. The charity is made up of seven core members, all residents of Barrow Island, many of whom also sit on the Big Local steering group.

LT-15-07-Plans-to-action.pdf - page 25/70 - Maintained the facilities � since takin…

Maintained the facilities � since taking over the lease, volunteers have been really important in maintaining the pitches and facilities at Cavendish Park. The Sports Trust has bought a tractor to "cut the grass because the grass, it was costing �200 every time we had to pay somebody to come and cut the field...so now what we do is weve got a tractor, were doing it ourselves. And [the tractor] will pay for itself in no time."

LT-15-07-Plans-to-action.pdf - page 26/70 - Learn from others

LT-15-07-Plans-to-action.pdf - page 27/70 - Bountagu Big Local

LT-15-07-Plans-to-action.pdf - page 28/70 - other. There was nothing bringing that c…

other. There was nothing bringing that community together and that [issue] came right at the beginning"), more facilities and activities for children and young people, greater support for older people (including activities) and training opportunities and business support to improve residents employment prospects. Improving the look of the area was also important.

LT-15-07-Plans-to-action.pdf - page 29/70 - about getting there. The partnership wer…

about getting there. The partnership were helped in their budgeting by their rep and felt "its good to have someone who has an idea of how much these kind of things cost."

LT-15-07-Plans-to-action.pdf - page 30/70 - Started small and built it up � Initial…

Started small and built it up � Initially the hub was only open on Monday and Wednesday mornings, but has since expanded: "...weve gone really from sort of standing just prior to this year, 2014, of having maybe I think two groups in here for part of the day...being closed most of the week to actually being open every day and having staff as well as volunteers, as well as residents using the hub. So its been quite a significant shift from standing talking about the plan, to actually delivering". The hub is now used for coffee mornings, Boxercise, an Enterprise club, job club and community group meetings, covering all five priority areas as intended. The windows, noticeboards and tables are full of posters and leaflets advertising services and activities across the Bountagu area. Staff and volunteers are available seven days a week to talk to residents about their concerns and provide advice to them, with an Enterprise Worker available to discuss their ideas for business start-ups: "I think the culture of enterprise is so significant to the dynamic of the hub as well...some people have said this is like a home from home, which is lovely...". In May, in addition to the Bountagu Manager, an Enterprise Worker and Outreach Worker were employed to develop priorities around business enterprise and community outreach.

LT-15-07-Plans-to-action.pdf - page 31/70 - 7 What has the project achieved?

LT-15-07-Plans-to-action.pdf - page 32/70 - The partnership welcomed the different …

The partnership welcomed the different forms of volunteering this opened up: "we had someone to run the coffee morning which was just heaven-sent...And Im always trying to say to her, `Do you want to come on the partnership? But she is actually one of these people that just wants to be very much hands-on in doing stuff."

LT-15-07-Plans-to-action.pdf - page 33/70 - Heart of Pitsea Big Local

LT-15-07-Plans-to-action.pdf - page 34/70 - 4 What was the solution?

LT-15-07-Plans-to-action.pdf - page 35/70 - it was more appropriate if the Chair, wh…

it was more appropriate if the Chair, who had the connection with the Environmental Champions Group, was not the coordinator to avoid any potential conflicts of interest: "it was felt that it would be more appropriate for [another resident] to take responsibility."

LT-15-07-Plans-to-action.pdf - page 36/70 - funding of the park was: "a good deal...…

funding of the park was: "a good deal...because it cost [the partnership] only half the amount of money and the burden [of maintenance] has gone to the Council." Heart of Pitsea is considering which other play areas they might renovate using this approach.

LT-15-07-Plans-to-action.pdf - page 37/70 - Consult with the local community, but ch…

Consult with the local community, but challenge any assumptions

LT-15-07-Plans-to-action.pdf - page 38/70 - Explore community champions Specificall…

Explore community champions Specifically in terms of play areas, the locally trusted organisation suggested the adoption of

LT-15-07-Plans-to-action.pdf - page 39/70 - six weeks to look at the proposals that …

six weeks to look at the proposals that are there...so ultimately theyre going to be the decision makers in that process." The partnership are setting about revising their budget as they "have recognised now we need to realign our budget, because theres areas perhaps where we havent put enough money and theres areas where theres too much money." They are also looking to recruit more residents to help with delivery because they "recognise that theres not enough of us to do everything. We need more people to help us achieve this." The area continues to maintain links with the Council through their partnership as they would like to do more parks "and if we could get match funded from the Council for those as well, well, that would be great." 10 More information For more information on the project and Heart of Pitsea, please contact the area on hello@heartofpitsea.co.uk.

LT-15-07-Plans-to-action.pdf - page 40/70 - Marsh and Micklefield Big Local

LT-15-07-Plans-to-action.pdf - page 41/70 - 4 What was the solution?

LT-15-07-Plans-to-action.pdf - page 42/70 - and knew what it consisted of. It was th…

and knew what it consisted of. It was then agreed that this was exactly the kind of project they needed.

LT-15-07-Plans-to-action.pdf - page 43/70 - how the project was going. At the end of…

how the project was going. At the end of the project the partnership held an event to celebrate its success.

LT-15-07-Plans-to-action.pdf - page 44/70 - Dont be afraid to tailor an `off-the-she…

Dont be afraid to tailor an `off-the-shelf project

LT-15-07-Plans-to-action.pdf - page 45/70 - range of different people together, incr…

range of different people together, increasing community cohesion. The project also aims to support the development of the community centre in Marsh where it is taking place. Guerrilla Gardening � in partnership with Micklefield Gardening Group (a resident-led group set up with the support of Big Local) and Chiltern Rangers (a local social enterprise delivering practical woodland management), they are running a community planting project to improve the physical appearance of one of the areas streets. Creative Location Photography � one of the areas local residents is a keen photographer and has been employed to run photography classes in the local area. The sessions will run participants through all the technical aspects of composing a shot and presenting great photography. Those taking part will learn some interesting new skills and get a chance to meet other people in the local area. The project aims to creatively document the gardening and cooking projects, leading to two exhibitions to further promote the Big Local work going on in Marsh and Micklefield. The projects have been designed in a way that participants of the different projects will meet, support and promote each others achievements and they all end in open invitation community events. It is hoped that together these aspects will further increase community cohesion.

LT-15-07-Plans-to-action.pdf - page 46/70 - Rudheath and Witton Big Local

LT-15-07-Plans-to-action.pdf - page 47/70 - The following box gives details of the p…

The following box gives details of the plan priorities and projects developed to address these:

LT-15-07-Plans-to-action.pdf - page 48/70 - It would also give course attendees a ch…

It would also give course attendees a chance to gain qualifications in First Aid and work towards the John Muir Award (an environmental award scheme that focuses on wild places).

LT-15-07-Plans-to-action.pdf - page 49/70 - 6 How did the area approach this?

LT-15-07-Plans-to-action.pdf - page 50/70 - Built the project team � The resident o…

Built the project team � The resident on the partnership who developed the proposal with Grozone also had connections with the Deputy Head of the local secondary school. This resident recognised that by working with Grozone as part of Big Local, and by utilising their own Forest School skills, an opportunity existed to meet the areas plan priorities relating to jobs, skills and training, and activities for young people. The resident approached the school and secured their verbal agreement to run outdoor sessions with students at risk of exclusion.

LT-15-07-Plans-to-action.pdf - page 51/70 - Whilst these discussions were taking pla…

Whilst these discussions were taking place, the priorities of the school changed following their Ofsted report. This moved much of their focus away from the project and, as a result, "there was a time that it looked like the project might not happen at all". The contact at the school changed due to these shifting priorities, meaning new relationships had to be developed. The school also decided that Year 11 pupils could no longer be released for two days a week because it would interfere too much with other subjects. The change of focus at the school, two weeks before the intended start date of the project, left a lot of questions over the start of the project. These delays meant a gap between the award of funding and the delivery of the project, meaning that Grozone and the resident had to keep going back to the partnership to explain the delay, update them on the project and seek their agreement to changes. Negotiation meetings between Grozone, the resident and the new contact at the school led to a final agreement that "instead of doing the two days a week for six months with one group of pupils, we would work one day a week for 12 months and with two groups of pupils".

LT-15-07-Plans-to-action.pdf - page 52/70 - 7 What has the project achieved?

LT-15-07-Plans-to-action.pdf - page 53/70 - achieved. It helps that Grozone has expe…

achieved. It helps that Grozone has experience in providing monitoring information to funding bodies.

LT-15-07-Plans-to-action.pdf - page 54/70 - 3. Specific pieces of work designed to a…

3. Specific pieces of work designed to address identified needs, commissioned by the partnership following a tendering exercise.

LT-15-07-Plans-to-action.pdf - page 55/70 - Comparison group: Beauty Unseen

LT-15-07-Plans-to-action.pdf - page 56/70 - knowledge for the group to utilise; one …

knowledge for the group to utilise; one member is focused on music for the event, another on theatrical work, such as stage management and lighting, and another on fashion-related activities.

LT-15-07-Plans-to-action.pdf - page 57/70 - Comparison group: Buckland Monachorum Pl…

Comparison group: Buckland Monachorum Play Park

LT-15-07-Plans-to-action.pdf - page 58/70 - Reached out to people in the community …

LT-15-07-Plans-to-action.pdf - page 59/70 - Comparison group: Combe Martin Museum

LT-15-07-Plans-to-action.pdf - page 60/70 - coordination, childrens activities, hous…

coordination, childrens activities, housekeeping, fundraising, collection care and conservation.

LT-15-07-Plans-to-action.pdf - page 61/70 - Made the displays � The member of staff…

Made the displays � The member of staff and consultant went round the museum and looked at each exhibit to work out where the symbols would be displayed. The volunteer worked hard to get the right symbol and size for the displays from the two databases they had purchased.

LT-15-07-Plans-to-action.pdf - page 62/70 - Comparison group: Friends of Braunton Li…

Comparison group: Friends of Braunton Library

LT-15-07-Plans-to-action.pdf - page 63/70 - through Facebook and e-mail, as well as …

through Facebook and e-mail, as well as the Braunton community website. These activities helped the campaign gain support and momentum.

LT-15-07-Plans-to-action.pdf - page 64/70 - form of volunteering, such as helping at…

form of volunteering, such as helping at one-off events. The Friends are investigating community-centred means of rewarding all volunteers for their time. Created a timeline and project plan � The Friends are developing a project plan for the one year pilot, with actions and a timeline for what they want to achieve and when. This ensures they are clear on tasks. 4 Advice The Friends advice to other community groups is to have a strong Chair who can take control of meetings and keep on top of all the actions. They also highlight the importance of open communication between the Board, members, partners and the community for making progress. 5 More information For more information, please contact friendsofbrauntonlibrary@gmail.com.

LT-15-07-Plans-to-action.pdf - page 65/70 - Comparison group: Ilfracombe Holy Trinit…

$Comparison group: Ilfracombe Holy Trinity Graveyard Group$

LT-15-07-Plans-to-action.pdf - page 66/70 - been in touch with the local volunteerin…

$been in touch with the local volunteering service as they are looking to benefit from volunteers with more specialised gardening skills. Kept casual and carried on � The group was very keen to keep their structure quite flexible and relaxed as they felt that requiring volunteers to make a formal commitment could be quite demanding, possibly putting people off. They therefore dont have a committee with formal roles such as Chair, Treasurer, etc. Decisions are made by majority vote as and when they are needed but members rarely seem to disagree on the best course of action to take. As part of the relaxed atmosphere, the group members also make an effort to be as friendly and welcoming as they can to new members, no matter what their ability or the commitment they are able to make. Developed partnerships with other organisations � Throughout their project the group found it helpful to utilise links with other organisations. For example, by becoming a member of the National Federation of Graveyards the group felt that they would be viewed with greater credibility when applying for funding (they are now looking for funds to buy new equipment as the group is currently reliant on members own equipment). They also teamed up with Exmoor Explorers, a local outdoor club for young people, to improve various parts of the graveyard. The group is currently working with Incredible Edible Ilfracombe, who is supplying a raised herb-bed for the graveyard.$

LT-15-07-Plans-to-action.pdf - page 67/70 - Comparison group: Journey through the fi…

Comparison group: Journey through the field of art

LT-15-07-Plans-to-action.pdf - page 68/70 - participants as part of the course so th…

participants as part of the course so that he can tailor its content to them and also encourages participants to evaluate themselves.

LT-15-07-Plans-to-action.pdf - page 69/70 - 8 Contact information

LT-15-07-Plans-to-action.pdf - page 70/70 - Rebekah Ryder T: 020 7812 5438 E: Rebeka…

Rebekah Ryder T: 020 7812 5438 E: Rebekah.Ryder@cdf.org.uk